Breakthrough Strategic Thinking

Event factfile

Date of event:

4 April 2019

Event ends:

4 April 2019

Start time:

09:30

End time:

16:30

Price:

Exclusive to members of The Henley Partnership *Up to 4 Places*

Description

What drives the long-term success or failure of organisations? What strategic skills do senior leaders need and how are these acquired? In an increasingly volatile and uncertain world, what characterises a good strategy, how is it best developed and who should make it?

This event will address these issues, and along the way, will demystify strategy, explore its myths and realities, and suggest ways and means of developing winning strategies for profitable growth. The event will offer new insights, best-practice case studies and practical tools, as well as an opportunity to apply and reflect on these during the day. Participants are expected to make an active contribution and will come away with an increased confidence in their ability to shape or influence strategy in new ways that result in innovation and business breakthroughs.

Key Learning Outcomes

By the end of the event you will have:

understood what strategy is, what a good strategic process looks like, and your role in it

developed increased confidence in your ability to shape or influence your organisation’s strategy

identified key actions to take when back in your workplace

Event Content and Delivery Style

The event will cover:

the nature of strategy, its link with success or failure, and a range of competing perspectives

a pragmatic framework for strategy development

strategy as a learning process and how organisation culture helps or hinders it

the long-term drivers of business profitability from a strategic as opposed to an accounting point of view and related strategic choices

the development of customer-centric strategic innovations that add value to the business

the issues and considerations involved in determining the strategic direction of a business unit or sector

The event will be interactive, highly practical, hands-on, and will be informed both by examples of best practice from leading organisations as well as research. There will be frequent opportunities to apply the concepts under discussion to your organisation.

Who Should Attend?

Senior managers who are responsible for the future growth and profitability of their business unit or organisation. Executives who have been tasked with contributing to the strategic development of the business. High potential individuals who need to develop their strategic capability for future roles.

Keywords

The primary theme is STRATEGYand the secondary theme is INNOVATION.

It is relevant to the development of Strategy, Formulation, Execution, Growth, Leadership, Practices, Tools, Techniques.

THP, The Henley Partnership.

Narendra Laljani

Narendra Laljani is a management educator, consultant and CEO coach with over 20 years’ experience in strategy development and execution. He has worked with blue-chip corporations around the world as an adviser, and he combines practical insights with research-based rigour.

Narendra studied economics and management with a concentration in finance. He was awarded a doctorate at Cranfield University in 2008 for his work on strategic leadership. He is the author of Making Strategic Leaders (Palgrave Macmillan, 2009). Prior to taking up an academic career in 1995, he worked with ICI plc for 15 years in a range of general management roles in the UK, Belgium and India. He has made tough decisions in challenging environments, some right, some wrong, and carries the scars from these. His workshops are well known for being memorable and highly impactful.

*Per member organisation. “Up to” indicates the maximum number per member organisation, it is not an allocation of places. All places are subject to availability at the time of nomination. Nomination Forms are dealt with on a first come first served basis and a place cannot be booked or held without a fully completed and approved Nomination Form.

This site uses cookies to improve your user experience. By using this site you agree to these cookies being set. You can read more about what cookies we use here. If you do not wish to accept cookies from this site please either disable cookies or refrain from using the site.